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- Reading time: Less than 8 minutes — Half-Life Period: For-ever!
- Get immediately how to benefit from Value Innovation by Value Communication
- Learn how to connect Innovation to Profit!
Steve Jobs had pulled the emergency brake in time, as he pointed out in October 2010 in his legendary e-mail newsletter on the risk of an innovation dilemma, which then perform, if one is successful, and may rest on his laurels! Action saw Jobs at Apple’s high-speed growth period especially in the product and in the communications innovation that the “digital lifestyle” was oriented. Reminder: Jobs had his position as iCEO associated with being an extremely charismatic Chief Communication & Innovation Officer (CCIO), which controls all processes in the company. He initiated the innovation management; and he was able to operate professionally all Apple products by himself to explain the benefits perfectly. So Jobs had established itself in a unique way, the principle of Value Communication.
“Value Innovation needs Value Communication“
What you need to know and to understand regarding „Value Innovation“ is published in the blog post “The greatest enemy is your own success!”.
Starting point is that the strategic principles of “Value Innovation” are driven by “Value Communication“: Because valuable communication scenarios can be brought to life. True to the motto: “Communication = Art!”
Value Communication includes:
— the communication of the values of a company’s products and services;
— the sustainable interaction with the stakeholders;
— to create systems that combine communication and transaction homogeneous (on-the-fly).
Stakeholders have to be defined company-specific: It could be employees, suppliers, partners, shareholders, the media brotherhood and above all the customers and their networks, and social environments.
Critical for success seems that Value Communication is focus on the benefits — in an easy to understand mode — to represent and to address the needs of all stakeholders properly. And in a way that communication and transaction are merged homogeneous and directly as possible. Traditional advertising and marketing models by agencies and the media companies are not necessarily part of a Value Communication architecture; and if they do, as action enhancer, it works if profound innovation capability is provided with the communication service providers.
The key figure in the company: The „CCIO“
(Chief Communication & Innovation Officer)
Value Communication scenarios live on smarter communication architecture work. What is needed, are not brilliant (and expensive) creative heads for attention/awareness campaigns, acting like a movie Director, nor simple minded budget managers working as cost calculators (reporting to controllers).
The CCIO requires intuition, instinctive intelligence, empathy and vision to anticipate and manage relevant developments in the market. The CCIO’s work is analytically and systemically. Valuable effects by Value Communication are caused by consistency and sustainability, and through hard discipline. Crucial is the fact that organizational is changed. Ideally, a company made up of two units:
- The Business Operation Management Unit, including Marketing / Sales Promotion, Sales, Services and Finances.
- The Communication & Innovation Management Unit, which also includes research and development. Main job will always be a dialogue developed with customers and partners in the field of all innovation projects.
The focus of the CCIO is on four areas:
A fundamental additional task of the CCIO is as well to develop the skills of employees and partners in all sectors to become “entrepreneurs within the company”.
“Triple-C transformed to the Big 5-C“
In this context, it is apparent that the current model which has been established in marketing, the Triple-C, is no longer sufficient in the Value Innovation era. Triple-C stands for “Content — Channel — Customer”. And it is classified under “operational innovation” to increase individual sales and revenues. Has proven Triple-C to date, especially in direct marketing, which has received through social media mechanisms upswing.
Value Innovation based on the “The Big 5 -C” principle:
Content — Embassies and storytelling around the Performance Promise
Connectivity — for inter-media transfer of knowledge and digital literacy
Consumer (and Brands) — as a focal point around which entwines everything
Community — using the Human-to-human principle
Creativity — as a creative force of the New World
Creativity is regarded as an engine of innovation, which includes a deep understanding of technology use, as well as open source surf.
Meaning, purpose and benefits of Value Communication as a driver and implementer of the Value Innovation Strategy develops rapidly and logical. Especially when you consider that all companies that have successfully accomplished the digital transformation, or those who laid the basis of beginning business model innovation as a strategy to grow profitably faster than everyone else. Not without reason achieve companies like Google or Apple more per capita profit as “classics” such as Axel Springer or Volkswagen or Otto Group, or even Hewlett-Packard per capita revenue realized. These classics have so far failed to operate Value Innovation and Value Communication. They failed because they don’t innovate on a strategic level!
Last but not least: The motto of CCIO as the architect of Value Communication is always:
Connect Innovation to Profit.
It is clear that the widespread, reduced-looking way of thinking, “I’m interested in only how to get from A to B quickly”, in the medium and long term affects more harmful than beneficial. The best way to open up the functioning and effectiveness of the Value Communication principle in conjunction with Value Innovation in Value Academy Workshops and / or Value CEO Briefings. This includes Value Audits using the Value Check, an innovative strategy methodology that evaluates the communication capability of a company.
For further details get in contact with Andreas Weber, a leading analyst and innovation expert at your disposal.